This article argues that the time is now to increase mobile-advertising spending. Mobile engagement represents about 60 percent of all time online and around 85 percent of that figure involves an app. View Summary

This article argues that the time is now to increase mobile-advertising spending. Mobile engagement represents about 60 percent of all time online and around 85 percent of that figure involves an app. At the same time, there is no evidence that consumers have forgone use of the desktop (and laptop) computer, so a cohesive cross-platform advertising strategy is essential.

3

From Message Sent to Message Received

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ARF Experiential Learning, Audience Measurement, June 2015

This paper argues that before planning communications, brands should understand how people are experiencing its brand, and explains how this can be done with reference to the experience of Delta Airlines. View Summary

This paper argues that before planning communications, brands should understand how people are experiencing its brand, and explains how this can be done with reference to the experience of Delta Airlines.

Too often analysis of brands focuses on the messages being pushed out, but marketers should look more closely at how people are experiencing the brand instead.

A new tool tracks four metrics in real time - the brand, the occasion, how the experience made people feel, and how much it persuaded them.

It revealed that paid media often accounts for less than 50% of the brand experience and 'share of experience' correlates more closely with market share than 'share of voice'.

Delta Airlines has used this analysis to get a firmer understanding of how its touchpoints work together to create experiences for different audiences - and how it can adapt its strategy to persuade more people.

This article provides marketers with information and guidance on setting marketing budgets.

Key themes include the budgeting process; budgeting pressures; budgeting in a multi-channel world; the relationship between budgeting and creativity; and how to manage budgets cuts.

Research indicates that the most accurate predictor of a campaign's success is the relationship between its share of voice and share of market, and that highly creative campaigns are more efficient at delivering business results.

6

From the editor: An answer for Wanamaker?

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Colin Grimshaw, Admap, February 2015, pp. 3-3

In his editorial, Colin Grimshaw introduces the February 2015 issue of Admap, with the theme 'marketing attribution'. View Summary

In his editorial, Colin Grimshaw introduces the February 2015 issue of Admap, with the theme 'marketing attribution'.

For decades marketers have struggled to understand the effectiveness of their activities, but as the media mix becomes increasingly complex, new forms of measurement have also developed.

There are a variety of marketing mix modelling approaches that can be used to understand how different media channels work together, and what a different allocation of spend achieves.

Several case studies explain how this works in practice, including analysis of campaigns with different business objectives.

7

A case study in marketing attribution

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Donal O'Connor, Admap, February 2015, pp. 25-27

This article sets out some of the options available for understanding marketing attribution, arguing that no single one holds all of the answers but should be selected and combined based on priorities. View Summary

This article sets out some of the options available for understanding marketing attribution, arguing that no single one holds all of the answers but should be selected and combined based on priorities.

It is important for marketers to understand that no single approach provides a definitive answer: instead, each approach reveals part of the truth.

This means that the approach to attribution should be selected based on business objectives, key questions and available data.

Some of the options available include econometrics, segmentation, 'test and learn', customer journeys and lifetime value.

8

Marketing attribution: Refining a bank’s media spend

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Aarti Bharadwaj and Sweta Agrawal, Admap, February 2015, pp. 28-29

This article explains how Axis Bank, an Indian retail bank, proved the impact of advertising on its business by using structural equation modelling. View Summary

This article explains how Axis Bank, an Indian retail bank, proved the impact of advertising on its business by using structural equation modelling.

The banking sector often undervalues advertising, believing that it has a short-term impact on sales and frequently cuts budgets to boost profits.

Axis Bank built a framework using structural equations to understand the impact of various marketing activities and properties on the customer journey.

Understanding the relative ROIs of different media types helped the bank decide to move budgets from TV into digital display, search and social media.

This article explains how a beverage brand determined the impact of exposure to a TV ad and an online video ad on sales. View Summary

This article explains how a beverage brand determined the impact of exposure to a TV ad and an online video ad on sales.

More people in the study saw both components of the campaign rather than either one separately, with exposed households leading to sales increases.

Analysis of households exposed to one of both parts of the campaign showed that there is synergy between TV and online video, with an impact on sales greater than the sum of its parts.

For better analysis, big data should be combined with panel data, and non-exposed households should be used as control samples.

10

Precise attribution fuels marketing effectiveness

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Daniel Kehrer, Admap, February 2015, pp. 22-24

This article argues that advanced attribution models improve marketing effectiveness and help business decision making, and sets out key approaches to attribution. View Summary

This article argues that advanced attribution models improve marketing effectiveness and help business decision making, and sets out key approaches to attribution.

Big data is driving a fast evolution of marketing attribution models, but many large companies still use antiquated approaches.

Companies that are adopting advanced models to understand how their online and offline marketing works include Hilton Hotels, the world's largest hotel brand; Citrix, a mobile workspace technology provider; and Intel, the tech-giant.

Brands now use data in different ways to understand their marketing, including integrating consumer and market level data, and predicting impact of activity through modelling.

These advancements can feed programmatic buying and provide insights that fuel decision-making capabilities.

11

Marketing attribution: Media budget-setting for pharma brands

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Wahab Ghaznavi, Admap, February 2015, pp. 33-35

This article argues that media agencies can and should help advertisers at the budget setting stage, and explains three models which together can help to predict sales based on budget in the pharmaceutical industry. View Summary

This article argues that media agencies can and should help advertisers at the budget setting stage, and explains three models which together can help to predict sales based on budget in the pharmaceutical industry.

Traditionally media agencies focus merely on execution, but they should be a strategic partner for advertisers, helping them to determine what sales results adspend will generate.

This is particularly difficult to determine in the pharmaceuticals industry, especially for 'direct to consumer' products that may be launching an entirely new category.

When used together with historical sales data of similar products and categories, three models can help predict the ROI of media budgets.: sales ratio model, awareness model and chain ratio model.

12

Why marketers need to adopt a new approach to media buying

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Andrea Sophocleous, Event Reports, AANA Reset, October 2014

This event report considers an argument for a new media buying strategy that moves away from the current focus on TV and paid media. View Summary

This event report considers an argument for a new media buying strategy that moves away from the current focus on TV and paid media.

Belinda Rowe of ZenithOptimedia suggests abandoning a 360 degree approach in favour of a 365 day approach.

That means brands need to develop coherent experiences rather than simply consistent messaging.

They should also think backwards systematically and consider how owned media can drive earned media.

Building long-term ideas needs to take precedence over short-term campaign ideas.

13

Top 10 drivers of advertising profitability

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Paul Dyson, Admap, September 2014, pp. 10-13

This article sets out the top 10 drivers of advertising profitability, based on in-market experience and data modelling. View Summary

This article sets out the top 10 drivers of advertising profitability, based on in-market experience and data modelling.

Digital is an important channel but lags behind TV in reach and RoI, though this is now changing, particularly for younger people, making budget allocation more important.

The importance of reach is clear, with variation in GRPs making budget allocation across geographies crucial.

Growth of brand portfolios has a range of side-effects including the effectiveness of halo effects, tagged ads and new product development.

14

Modelling media spend: I know what you will do next summer

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WPP Atticus Awards, Merit, Media and Communications Planning, 2013

This article demonstrates how to determine the best media spend for a market share increase by predicting competitors' spend. View Summary

This article demonstrates how to determine the best media spend for a market share increase by predicting competitors' spend.

Use Game Theory to model the strategic interaction across different brands in the category and determine the optimal spend decisions of all the brands involved.

Estimating the best response curve for each brand will provide the best response curve for a single brand with a 90% accuracy level.

An in-depth example is explained from the FMCG category.

15

Demystifying media barter – a guide for advertisers

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Frances Dickens, Warc Exclusive, June 2014

This article explains the concept of 'media barter' - the exchange of products or services as part of a media buying deal. View Summary

This article explains the concept of 'media barter' - the exchange of products or services as part of a media buying deal.

Media barter allows brand owners to use their goods and services to part-fund media spend, using unsold inventory to create incremental media spend.

This approach has become a transparent and accountable process with brands such as Mazda and BSkyB using it.

There are two main barter deal types - a cash and trade deal where products or services are used as part of payment, or a cross purchase process where a media barter company commits to purchasing an agreed number of products.

This study provides a survey of the methods used by U.S. advertisers to set advertising and promotions budgets and the effects of culture, risk, and organizational experience on these choices. View Summary

This study provides a survey of the methods used by U.S. advertisers to set advertising and promotions budgets and the effects of culture, risk, and organizational experience on these choices. Findings suggest that heuristics provide checks on analytically based budget methods and may also help managers deal with risks. Understanding the role played by heuristics in budgeting provides the first step toward process improvements in advertising and promotions budgeting.

17

Econometrics for media optimisation

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Chris Sloane and Sam Fellows, Admap, February 2014, pp. 23-25

This article describes the role of econometrics in determining which media channels are best to invest advertising, in order to gain the best short and long term results. View Summary

This article describes the role of econometrics in determining which media channels are best to invest advertising, in order to gain the best short and long term results. The best channel is determined by a range of factors pulled from historical data and correlation, with these factors changing according to the priority of the campaign. A consistent measure of RoI is required for effective econometrics, which can then test different configurations of media budgets through modelling. Econometrics should be used in conjunction with other methods, and in some cases - where a new media is being used - judgement calls cannot be replaced.

This paper examines how marketers can make the best use of digital media in China with a comparison between traditional television and online video advertising. View Summary

This paper examines how marketers can make the best use of digital media in China with a comparison between traditional television and online video advertising. Research has shown that budgets for online video ads are catching up with traditional television spending, but doubt still remains as to their effectiveness. It is argued that traditional television and online video are, in contrast to common assumptions, very different media that require separate strategies. The study presented here uses a multiscreen neuroscience study to better understand how advertising budgets should be allocated. It recommends that when the reachable audience and media costs are the same across online video and television, media buyers should consider prioritising online video.

19

Advertising and promotion budgeting during volatile economic conditions: factors influencing the level of decentralisation in budgeting and its relations to budget size and allocation

This paper provides a perspective on traditional budgeting approaches and managerial processes in the midst of the severe economic downturn during May 2009, in the United States. View Summary

This paper provides a perspective on traditional budgeting approaches and managerial processes in the midst of the severe economic downturn during May 2009, in the United States. Specifically, it examines the extent to which various company, brand and organisational factors are related to the level of decentralisation in the budgeting for advertising and promotion. Also, the influences of the level of decentralisation in the budgeting on the marketing budget size and the advertising-to-promotion ratio were examined. It appeared that the company size, company profitability, brand equity, brand price, brand type and the influences of the marketing and the finance departments were associated with the level of decentralisation in the budgeting, which, in turn, had significant impact on the actual budget size and allocation

20

Marketing cars: Change media gear

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Nick Bull, Admap, February 2013, pp. 34-35

Car marketers can innovate in their communications by following the lead of the Coca-Cola Company and apportioning their marketing spend according to the 70:20:10 investment principle. View Summary

Car marketers can innovate in their communications by following the lead of the Coca-Cola Company and apportioning their marketing spend according to the 70:20:10 investment principle. This model, which has also worked for Google, can aid media planning by allocating resources to growing media channels such as mobile and social media. Although it shouldn't be considered a strict formula, it does allow some fixed proportion of spend to be regularly devoted to marketing innovation. Using examples from Kia and Volkswagen, this article explains the different allocations and how they can be used to help spread experimentation across brand and model portfolios across different countries.

21

Warc Trends: Seriously Social - A casebook of effectiveness trends in social media campaigns

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Peter Field and Carlos Grande, Warc Trends, January 2013

This full version of the 'Seriously Social" Warc Trends Report (also available in summary form) identifies and explores effectiveness trends across approximately 800 recent case studies on Warc that contained a social media element. View Summary

This full version of the 'Seriously Social" Warc Trends Report (also available in summary form) identifies and explores effectiveness trends across approximately 800 recent case studies on Warc that contained a social media element. It includes quantitative analysis of patterns in media channel selection, duration and campaign budgets across this body of cases, and compares cases with social media elements that won Gold Awards to those that did not win Golds. Additional charts identify the heaviest sector and brand users of social media among Warc cases. The report also discusses the key issues facing social media marketers.

22

Paid social media advertising: Industry update and best practices

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Nielsen, 2013

This US survey, commissioned by Vizu, a Nielsen company, explores what marketers are doing around paid social media advertising. View Summary

This US survey, commissioned by Vizu, a Nielsen company, explores what marketers are doing around paid social media advertising. Although marketers are increasing budgets and using social media in conjunction with other advertising channels, return on investment (RO I) continues to be a question. Advertisers and agencies said they would increase their use of paid social media advertising if there was more evidence of a clear link between social media and sales generated and/or brand lift, and more clarity around how to measure social media ROI and social media benchmarks. The study calls for the industry to work together, especially around providing and using the right metrics.

23

How to set an effective media budget

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Hamish Pringle and Jim Marshall, Warc Best Practice, November 2011

This Warc Best Practice paper is an extract from Hamish Pringle and Jim Marshall's 2011 book Spending Advertising Money in the Digital Age: How to Navigate the Media Flow. View Summary

This Warc Best Practice paper is an extract from Hamish Pringle and Jim Marshall's 2011 book Spending Advertising Money in the Digital Age: How to Navigate the Media Flow. It argues that many media budgeting methods lack rigour. But there is a growing consensus that using the relationship between SOV (share of voice) and SOM (market share) as the most important determinant of the budget level required. Generally, media budgeting is seen as a sophisticated analytical process which requires accurate information on the brand's competitive set, its status within it, and the history of advertising and media expenditure in its category. And the paper goes on to argue that brands that spend enough money and marshal all their media resources to provide more prominent and multiple touch points for their customers do better than those who under-invest.

24

How to write a good media brief

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Hamish Pringle and Jim Marshall, Warc Best Practice, November 2011

This Warc Best Practice paper is an extract from Hamish Pringle and Jim Marshall's 2011 book Spending Advertising Money in the Digital Age: How to Navigate the Media Flow. View Summary

This Warc Best Practice paper is an extract from Hamish Pringle and Jim Marshall's 2011 book Spending Advertising Money in the Digital Age: How to Navigate the Media Flow. It argues that the client brief often does not supply sufficient, clear, or even accurate information. The ideal brief, the formulation of which is as much the agency media strategist's responsibility as the client's, should be based on five questions: 1. Where are we now?, 2. Where do we want to be?, 3. What are we doing to get there?, 4. Who do we need to talk to? and 5. How will we know when we have arrived? In summary, the paper urges all media strategists to ensure they have a good brief from their client which includes a clear and focused hard business objective for the brand to achieve.

25

Budgeting: Optimise global media

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Michael Cross, Admap, November 2011, pp. 14-16

One of the constant bugbears for global or central media directors and chief financial officers is how to spend budgets across markets and the annual budget review can be one of the most difficult times in the marketing calendar due to the trade-off between national marketing directors wanting to protect their budgets and the global or central media director who has a finite budget to share across these markets. View Summary

One of the constant bugbears for global or central media directors and chief financial officers is how to spend budgets across markets and the annual budget review can be one of the most difficult times in the marketing calendar due to the trade-off between national marketing directors wanting to protect their budgets and the global or central media director who has a finite budget to share across these markets. Maximising the ROI on global media requires a transparent budgeting system that achieves harmony between everyone.